可持续发展视角下的企业发展战略.ppt

ASustainabilityViewtowardGrowthStrategiesforChineseFirms可持续发展视角下的中国企业发展战略,Dr.YadongLuo陆亚东教授SunYat-SenBusinessSchoolSeptember292010,1,AnOverarchingFramework基本框架,2,SustainableGrowth可持续发展,FromEvolutiontoCo-Evolution从进化到协同进化,FromCoreCompetencetoDynamicCapability从核心能力到动态能力,FromCompetitiontoCo-opetition从竞争到竞合,FromRigiditytoAmbidexterity从刚性/单一性到双向性,FromImitationtoinnovation从模仿到创新,DomesticMarket国内市场,GlobalMarket国际市场,Macro-GSMvs.CDMA)合作竞争是在企业为争抢技术标准而产生的自然结果（例如：Betavs.VHS;GSMvs.CDMA）Coopetitionalsoresultsfromthebattlesforconstellationsbetweengroups(e.g.,inreducedinstruction-setcomputing,orRISCfieldinthe1990s,SiliconGraphicsteamedwithNEC,SonyandSiemens,whileHPconstellatedwithHitachi,Samsung,andSunMicrosystemsnetworkedwithToshiba,ATitemphasizesthesimultaneousfulfillmentoftwodisparate(andsometimescompeting)endsatthesametime组织都必须面对“二者选一”和“双向获益”的决策。“双向性”强调的是在同一时间同时达成两个相异的（有时甚至是互为竞争的）目标。,22,DefiningOrganizationalAmbidexterity组织“双向性”的定义,22,SuperiorperformanceinChinatodayisachievednotonlythroughcharismaticleadership,strongculture,orinnovativeproductsbutalsobybuildingacarefullydesignedsetofsystemsandprocessesthatcollectivelydefineacontextthatfostersambidextrousevolutionandgrowth中国今天的辉煌成就不仅仅是通过卓越的领导力、强大的文化或创新的产品而取得的，而且也是由于构建了一套精心设计的系统和流程、共同界定了让这种“双向性”演化和发展的背景环境。Organizationalambidexterityrequiresaneffectivereconciliationtosimultaneouslybenefitandgainfromdistinctiveforcesorstrategies组织的“双向性”需要进行有效的调和，以便能从不同的因素或战略中获取利益。Ambidexterityisanewtheoreticalperspectiveexploringanewwayoflookingatfirmgrowth.Itleveragesandcombinestheadvantagesoftwodesperateforcesorstrategies.Ifmanagingproperly,therearesynergisticorcomplementarygainsfromthesimultaneouspursuit“双向性”开拓了关于企业增长方式的一种新理论观点。它利用和联合了两种相异的因素或战略。如果正确地进行管理，就可能会从双方获取到协同收益或互补收益。,DefiningOrganizationalAmbidexterity组织“双向性”的定义,23,ImportanceofOrganizationalAmbidexterity组织“双向性”的定义,Ambidexteritycreatesfollowinggainsandbenefitsforthefirm“双向性”为企业创造了下列收益：Itoffersmoregrowth-opportunitieswhileallowingthefirmtomaintainstability为企业提供更多的增长机会，同时也保持了企业的稳定性Itprovidesmorestrategicoptionswhileallowingthefirmtogainfromexperience为企业提供更多的战略选择，同时也使企业可以从经验中获益Itimprovesthetaskandinstitutionalenvironmentswherebusinessstakeholdersaremorecooperative改进任务和机构环境，使环境中的企业业务相关者更加合作Itenhancesthesustainabilityanddurabilityoffirmgrowthandevolution增强了企业成长演变的可持续性和耐久力,24,24,KeyElementsofOrganizationalAmbidexterity组织“双向性”的要素,Organizationalambidexterityismultilevelandmultidimensional,withtwodistinct,evencompeting,forceseachconstitutingaseparatebutinterrelated,nonsubstitutableelement组织的“双向性”是多层次和多维化的概念，包括两个截然不同，甚至相互竞争的因素，分离又相关，不可替代的因素所构成。,OrganizationalAmbidexterity组织双向性,Co-competence协同竞争力,Co-adaptation协同适应,25,Transactionalvs.RelationalCompetence交换的竞争力vs.关系的竞争力,Exploitationvs.Exploration开发vs.探索,Stabilityvs.Growth稳定性vs.成长性,Efficiencyvs.Evolution效率vs.发展,Co-competence协同竞争力,Co-competenceisthecapabilitydimensionofambidexterity,encompassing(i)transactionalcompetence(e.g.,fourbuildingblocksofcompetitiveadvantage)and(ii)relationalcompetence(guanxiwithbusinesscommunitymembers).Theforcesbelowpropeltheneedforco-competenceviacompetitivepressureandinstitutionalpressure(relationshipandlegitimacy)协同竞争力是“双向性”的能力维度，包括（1）交换的竞争力（如竞争优势的四块积木）；（2）关系的竞争力（和商业社区成员的关系）。以下因素催生了通过竞争压力和制度压力（关系和合法性）来获得协同竞争力的需求。,PlannedEconomyResidualsGovernmentinterferenceRegulatoryvariability,MarketEconomyDemandsMarket/competitionforcesRuleoflawawareness,SocioculturalResidualsGuanxiMianzi,Co-competence,TransactionalCompetence,RelationalCompetence,计划经济剩余政府干涉制度可变性,市场经济需求市场/竞争力量法制意识,社会文化剩余关系面子,协同竞争力,交换的竞争力,关系的竞争力,26,27,Co-adaptation协同适应,Short-TermAdaptation(ProfitabilitySeekingRadicalinnovationGrayocean;EvolutionaryinnovationRedocean,AbsorptiveCapability吸收能力,CopycatsCompetitiveAdvantagesCostAdvantageChannelAdvantageSpeedAdvantage,CombinativeCapability组合能力,Hardship-SurvivingCapability生存能力,IntelligenceCapability商情征析能力,NetworkingCapability业务网络能力,FromImitationtoInnovation:ACHINAFramework从模仿的创新：C.H.I.N.A基本框架,34,模仿者的竞争优势：成本优势渠道优势速度优势,FromImitationtoInnovation:ACHINAFramework从模仿的创新：C.H.I.N.A.框架,CombinativeCapabilityabilitytocombineoutsidetechnologies,keycomponentsandspecializedservicesfromopenmarketswiththefirmsownresources,design,andproductiontoofferbetterperformancefeaturesorlowercosts组合能力通过企业自有的资源、设计方案、生产力，在公开市场上以更高的效率或更低的成本将外部技术、重要部件和特定服务组合起来的能力。Hardship-survivingcapabilityabilitytooperateandsurviveinaninstitutionallyaustereenvironmentandtodealwithdemandingbusinessstakeholders生存能力在苛刻的制度环境下能够经营并存活下来，且足以应付企业股东的需求的能力。Intelligencecapabilityabilitytoidentify,collect,analyzeandinterpretbusinessinformationpertainingtotechnology,market,competition,standard,andregulation商情征析能力识别、收集、分析、解读关于技术、市场、竞争、准则、监管等商业信息的能力。Networkingcapabilityabilitytoobtainthenecessaryresourcesfromoutsideinstitutionsthroughformalandinformalnetworks业务网络能力通过正式或非正式的关系网络从外部组织获取所需资源的能力。Absorptivecapabilityabilitytovalue,assimilate,andapplynewknowledge吸收能力评估、获取、运用新知识的能力。,35,36,ConditionsFosteringCopycatGrowth:The“STORM”Framework,36,TechnologicalConditionsStandardizationandmodularizationAvailabilityofopenmarketforkeytechnology,componentsanddesignRiseofspecializedintermediariesConvergenceoftechnicalnorms,MarketConditions:Presenceofmass-marketforcopycatproductsSocialacceptanceofcopycatproductsinmanycountriesIncreasingsensitivitytoprice-valueratioImprovedlogistics,channelsandnetworksLowentrybarrierorlowstartup/exitcost,RegulatoryandLegalConditionsLackacleardistinctionbetweenlegalandillegalcopycatproductsAmbiguousIPRsystemsWeakenforcementofIPRprotectionandweakpunishmentoverIPR